Ashley C. Email and Phone Number

Provides technical and business solutions to global transformation clients across diverse industries, helping shift their operation from on-premises to cloud based. ● Initiate and set goals for programs according to the strategic objectives of the organization and client● Plan the programs from start to completion involving deadlines, milestones and processes● Development/approval of budgets, operating cost, and revenue sales/growth ranging from $200-250+mm● Devise evaluation strategies to monitor performance and determine the need for improvements● Supervise and manage all program and project managers involved in program to provide feedback and resolve complex problems with routine status meetings and checkpoints ● Ensure program operations and activities adhere to global regulatory standards, legal guidelines and internal policies of both company and client ● Keep senior management (including C Suite) informed with detailed and accurate reports or presentations for both client and internal team. ● Provide delivery strategy, help develop proposals, and present in sales engagements and opportunities● Worked with multiple Clients to include Invacare, Hill-Rom, Mueller, Skyline/Champion, Kubota:o Lead Global Business/Digital Transformations Programs, Companies Merger and Acquisitions, ERP/CRM consolidations, a Team of Program Managers, Project Managers, and a Global implementation teamso Lead in the deployment of a Global Transformation Programs, Transitions to Outsourced IT, and Global IT Support o Manage global business risk assessment for the implementation and ensure that risks are elevated to the appropriate level of attention● Worked with channel partners SAP, Oracle, Microsoft, DSI, Loftware, Esker, One Source, PWC, Accenture, and Deloitte● Implemented a number of technology stacks including: SAP S4 {R2R (FI/CO/TR & CFIN, P2P, MFG, PM, SD, S2C}, SAP CX (SAP C4C, SAP CPQ, ECommerce (B2B and B2C), Sales, Service Cloud), Oracle MDM and M&A

Provides technical and business solutions to enterprises across diverse industries.• Works with senior business and IT executives as Business Transformation executive to define business objectives and strategies for company capital projects; researches and provides recommendations on delivery methods, process, and solutions.• A team building expert across multiple disciplines and organizations, a builder of teams that drive alignment, collaboration and execution which meet the challenges faced by clients. • Provides guidance on and help raising capital for small to medium business • Help small to medium business owners develop a long-term business plansProject Management – 20 years (PMP and MSP certified)Organizational Change Management – 20 years (Kotter, PROSCI, BARD, DRUID)Program Management – 18 years (MSP)Business Analysis – 20 years Global Delivery Management – 15 yearsStrategy Development, Execution and Optimization – 12 yearsClient Management and business development – 15 yearsSystem Integration experience – 18 years Analysis/Design – 15 years System Cutover Management-15 yearsSAP (various modules – see functional and technical skills) – 18 yearsAgile Development and Business Requirement – 15 yearsSix Sigma-Lean Manufacturing (Green/Black Belt) – 15 years Industry Experience:• Aerospace/Aviation/Defense• Chemical/Mining/Explosives• Construction• Financial• System Integrator• Municipal/State/Federal Government • Transportation• Construction• Healthcare• Life Science• Oil/Gas • High Tech• Big Data/Science• Consulting

Part of the leadership team that led the delivery of IVL business transformation to one ERP (SAP S4 Hana/CX) and business transformation process improvement projects/programs. Modernizing systems, Financial Operations, supply chain, and production and plant operations. ● Led development and improvement of transforming from a production-based environment to business process-based environment while laying the groundwork for a company-wide transformation and implementation. ● Supervised the performance of development, data, training, and testing teams, including costing, scheduling, quality assurance, and deliverables.● Forecasted and managed technical and training resource needs and guided completion of major programmatic functions while negotiating project priorities with business stakeholders and global PMO. ● Led the testing and cutover of many legacy and standalone systems for their “To Be” integrated landscape and architecture. Plans included an integration test plan, detailed cutover/migration plan, business continuity plan, roll back plan, communication plan, a disaster recovery plan.● Led the AMS organization internally and externally to support site as they move through the transformation roadmap. ● Integrated deliverables within SAP development organization by leveraging ASAP/ACTIVATE/Agile methodologies.● Ensured proper resource loading and on-time delivery by implementing a tracking system for modifications/defects…build a backlog of additional future functionality and scheduled into the roadmap for delivery. ● Drove implementations of SAP and 3rd party modules, including ERP (FI, CO,FSCM, MM, PP, PS, PM, SCM, TM, QM, RE, AA, SD), EWM, EHS, EAM, IBP, GTS, GRC, Vistex – Sale & Procurement, C4C, CX Solutions, One Source, & Bourque● Integrated into external sources such as web apps, One Stream for Financial Consolidation, internal data bases, etc

Managing CRM Program helping client replace 30 year old home grown system with a cutting edge cloud system while transforming there business process, roles and responsibilities.

Part of the leadership team that led the development and delivery of AT business transformation to one ERP (SAP S4 Hana) and business transformation process improvement projects/programs. Modernizing systems, financial operations, supply chain, and production operations. ● Led strategy, development, and improvement of transforming from a production-based environment to business process-based environment while laying the groundwork for a company-wide transformation and implementation. ● Led strategy, development, and improvement of transforming from a production-based environment to business process-based environment while laying the groundwork for a company-wide transformation and implementation. ● Managed $25M budget and directly supervised the performance of internal development teams and external teams, including costing, scheduling, quality assurance, and deliverables.● Forecasted and managed technical resource needs and guided completion of major programmatic functions while negotiating project priorities with business stakeholders.● Led the testing and cutover of many legacy and standalone systems for their “To Be” integrated landscape and architecture. Plans included an integration test plan, detailed cutover/migration plan, roll back plan, communication plan, a disaster recovery plan.● Led the AMS organization internally and externally to support site as they move through the transformation roadmap.

Part of the Enterprise PMO (EPMO) leadership team responsible for the concept/RFP process, design, delivery and installation of Price FX Pricing Solution and Enable that integrates with SAP, COPA, SAP CPQ, PFX and Enable, that provides standard price management, rebates & commissions, and ship & debt programs for product and services for both division of Southwire - Wire & Cable (W&C) and TCAS (Responsible for delivery of RFI/RFP process, SOW from pre-sale through hyper-care for clients. Modules included in the project are Plan, Price, Profit modules, Enable Channels and tools. ● Supervised 55+ team members with an onshore/offshore It team of 15+ team members ● Budget responsibility for $ 3.5 million in program budgets ● Managed Program, planning, implementation, testing, and delivery of application suite with Price FX/Big Data Pricing, and Enable as a partners● Led Southwire business team in setting up pricing strategy/management and guardrails for discounting, rebate and commission program, and development of ship and debt program● Worked with such technologies as Salesforce, COPA, SAP ECC, Price FX, Enable, Pros, SAP CPQ – Callidus ● Helped develop the draft design/plan for implementation of Internal Commissions programs for SW sales force

Part of the PMO leadership team responsible for the Concept/RFP process, design, delivery, integration and automation of new Logistics/Supply Chain ERP and Manufacturing systems. Help develop the 1mo, 6mo, 1-3yr roadmap for the program of technology/tools to meet the business needs and requirements. Additional responsibility for the redesign and optimization of the Program Management Team.● Supervised 50+ team members with an offshore it team of 15+ team members on each project● Managed Program, planning, implementation, testing, and delivery of application suite ● Led Rivian’s Logistics/Supply Chain business team in setting up strategy and guardrails for running the plant including SAP IBP and Coupa BSM platform throughout Supply Chain and Finance Operations ● Worked with such technologies as Salesforce, SAP S4/Hana, MES, DellBoomi, Service Now● Worked with 3rd party logistics providers - UPS, Fedex, and Private Careers

Part of the PMO leadership team responsible for the concept/RFP process, design, delivery, and Installation of Price FX Pricing Solution that integrates with BMI, Apttus, Oracle EBS, Sales Force, that provides standard pricing guidance on product, services, and subscriptions in a cloud/hosted services. Responsible for delivery of RFI/RFP process, SOW from pre-sale through hyper-care for client. Modules included in the project are Plan, Price, Profit modules. ● Supervised 25+ team members with an offshore it team of 8+ team members on each project● Budget responsibility for $ 1.5 - 2.2 million in program budgets ● Managed Program, planning, implementation, testing, and delivery of application suite with Price FX as a partner● Led Extreme Networks Business team in setting up pricing strategy and guardrails for discounting● Worked with such technologies as Salesforce, Oracle EBS, BMI, Apttus, Price FX, Pros and Vendavo

Leader of the IT Managed Service Provider (MSP) Transformation Team responsible for the vendor, technology evaluation, design, delivery, installation, and support that harmonizes Hunt IT Support and transforms 19 Service areas including Such Service areas as Service Desk/Help Desk, Infrastructure Management, and Data Center Ops. Led 15+ Hunt IT team members with an NTT Data Partner Team (onshore/offshore) of 30+ team members made up of both a transition and steady state team.

RLeader of the EAM Program Team responsible for the technology evaluation, design, delivery, installation, and support of the Global Template that harmonizes and transforms all nine refineries from individually operated plants to an enterprise centric business model. The business transformation consisted of consolidating to a single plant maintenance and procurement business process, then moving the plants from there EAM/ERP systems (Highly Custom SAP, DataStream, EMPAC) to centrally managed SAP EAM Solution with the supportive SAP ecosystem, then finally developing a centralized support organization including a COE. This transformation-required harmonization for master data across all sites and companies (Spare parts, Chart of Accounts, Asset Hierarchy, etc.) within HollyFrontier, as well as HR realignment of position and titles. Additionally, responsibility for the redesign and optimization of the PMO Toolkits centric to SAP, Creating Change Management Process for Large Programs, Updating Methodologies and Delivery Methods around large multi-year programs.

Part of the PMO leadership team responsible for the design, delivery, and Installation of Vendavo custom integrated solutions, standard products, and hosted services. Responsible for delivery of SOW from presales through hyper-care for multiple fortune 100 clients at a time. Modules include, Profit Analyzer, Price Market, Demand Manager, Segmentation Manager, CPQ to name a few. Additionally, responsibility for the redesign and optimization of the Program Management Team, Methodologies and Delivery Methods.

Part of the leadership team responsible for the design, delivery, and conversion of the 20-year-old homegrown ERP and EMR system to New Custom Professional Built combined ERP/PMR system covering the areas of Finance, Inventory, Scheduling, Procurement, and Medical Records. Additional responsibility for the redesign and optimization of the Program Management Team.

Led the evaluation of MSVS Contract-External Portal and implementation of contracted structured deliverables for external SharePoint Site for contract documentation delivery. • Established framework for clients documentation delivery structure and built out SharePoint site to match.• Expedited the move of all content from current document holding area to properly filed and delivered location.

Led the evaluation of Supply Chain transition from JD Edwards to SAP. Developed a plan from concept to execution with associated financial cost and risk mitigation. Prepared the final plan package for board decision.• Established framework for clients new SAP PPM implementation and integration.• Established framework for clients SAP GTS implementation and integration.

Part of the leadership team responsible for the redesign, delivery and conversion of 10-year-old PeopleSoft system to New SAP system covering the areas of Finance, Logistic, Procurement, and HR for the Municipality of Anchorage. Additional responsibility for the redesign and optimization of the Program Management Office.• Supervised 15+ team members with a total team of 120+ team members on MOA Synergy Program • Budget responsibility for $ 13.5 million in program budget• Managed planning, implementation, testing, and delivery of ECC 6.0, PI 7.3, BW, BI, and BOBJ, S4 HANA • Led the blueprinting of many legacy and standalone systems defining their “AS IS and To Be” states.• Reengaged internal and external functional and technical teams to complete the redesign. • Led and coordinated all change and communications initiatives for the program ensuring an aligned approach to driving change. Motivated the whole team in overcoming numerous functional and team dynamic challenges focusing on delivering required results.• Leading and motivating a team of 35 system integration staff where I was the Senior on the ground resource responsibility for the delivery of the full scope of work to the client (MOA) while interfacing with SAP to successfully deliver the final solution.

Responsible for leading the technical design and delivery of all system related to the build out of a new $850 million Ammonia plant. While also managing the conversion of Workday to Success Factors and SAP Payroll. • Managed a 4.8 Million Dollar Budget under the portfolio of projects. • Supervised 10+ team members with a total responsibility of 35+ team members on Dyno Nobel/IPL IBIS Program, overseeing planning, implementation, testing, and delivery of a large scale multiyear Ammonia Plant build and implementation.• Managed internal, partner (Arkel, Kippers, Cornerstone Chemical, & KBR) resources, and 3rd party resources consulting (Perficient). Provided and implemented a unique integration of two plant maintenance system between two different companies while allowing both companies to continue to use current and standard business process without interruption. • Managed the implementation of Plant Infrastructure and Instrument Systems (PI, Exaquantum, Yokogowa DCS), Engineering Application (RCM Turbo, RMS, System 1), Health & Safety Application (Dakota & Shaers) Document Management System(Documentum & eDOC), Production Reporting System (Uptime and PRS), Sales and CRM tool integration with SAP (Sales Force.com) Extension of SAP FI, SD, and Procurement. • Led business transformation away from a production centric and managed environment to a business process driven centric and managed environment with the new plant and infrastructure being the model. • Led the design, planning, implementation, testing, and delivery of a highly complex integration between Maximo 7.5 and SAP Plant Maintenance with Informatica Middleware trans versing both a DMZ and IP Sec Tunnel providing both Dyno and Partner company connective without causing changes to security policy or security audit concerns.

• Managed the end of realization and Final Preparation phase together with the testing, cutover prep and go live checklist the last phase of their Wave 1 rollout of FI• Acted as a Technical Liaison on FI performance testing and infrastructure build out. • Supervised 15+ team members with a total team of 100+ team members on NTT DATA SAP Program• Oversaw planning, implementation, testing, and delivery of ECC 6.0, PI 7.3, Success Factors, BW, BI, and BOBJ for a business line, led the testing and cutover of many legacy and standalone systems for their “To Be” integrated landscape and architecture. Plans included an integration test plan, detailed cutover/migration plan, roll back plan, communication plan, a disaster recovery plan.

Partner in a start-up Healthcare business, working with Primary Health Clinics to optimize clinical and business operations by applying integrated clinical and health management technologies and business processes and delivering improved quality and services to underperforming clinics. The main market focus has been to address the critical needs of rural primary care providers. • Collaborated with company stakeholders in the establishment of plan designs for over 250 clinics through the development of detailed budgets, resource plans, work plans, and timelines.• Guided the design of flexible technical requirements and buildings allowing for changing needs to include the design of a green, energy efficient and technologically advanced state-of-the-art facility. • Created a communal EMR/EDR solution through the implementation of the ERP, CRM Business Oracle Suite as well as a custom designed CRM.• Established plan designs for Medigent Health’s 250+ clinics that included detailed budgets, resource allocations, and timelines; defined technical requirements for all buildings. • Developed a construction and roll out plan for the 3 vertical platforms (Mobile, Modular, and Fixed Site) that included a 10 state region and international expansion.

Managed the technical execution of their SAP implementation including Batch jobs Scheduling, Performance Testing, Infrastructure set up and roll out and acting as Technical liaison to both PMO and Sr. Leadership on the Program.• Supervised 5+ team members with a total responsibility of 15+ team members on Availl’s SAP Program, consulting on planning, implementation, testing, and delivery of SAP ECC 6.O, Success Factors, EWM, PI 7.3, BW, BI, BOBJ, MRO and Solman 7.1;• Led Performance testing, acted as a technical liaison between the program management staff and technical resources • Led the testing and cutover of many legacy and standalone systems for their “To Be” integrated landscape and architecture. Plans included an integration test plan, detailed cutover/migration plan, roll back plan, communication plan, a disaster recovery plan.• Assisted in modernizing and developing the roll out of there new Ecommerce platform and mobile applications.

Oversaw all business process transformation activity, change management, planning, implementation, testing and delivery of the multi-year $500 million program. The major incentive of the project was to effect a business transformation by merging 3 separate and diverse companies into one process centric organization and company. • Work directly with Senior Business Executives(s) to define overall initiative, objectives and timeline for strategic and Business Transformation capital projects;• Provide input to project plans in areas of high level requirements, approach to testing and release/ implementation planning. • Researched, quantified, provided delivery methodology and solutions in support of the initiatives mostly in the HR and Service Delivery area (i.e. cost, scope, resources, functionality, and draft business process). • Managed a 30-person team that supported and implemented business application including SAP, SharePoint, Taleo, Concur, LRS and other various custom and 3rd party applications.• Had Budget control of $150 Million. • Led the gathering of requirements and the building of business cases for HR, Procurement, Finance, and Service Delivery areas.

• Conducted Gap Analysis of delivery framework for SAP which led to the development of SAP Best Practices policies and procedures for SUP performance testing and use of Mobile Sybase Platform• Improved Mobility Stack and Custom Application through the redesign of processes and procedures for PMO and Release Management.• Led transition from 7.0 to 7.1 Solman ensuring seamless integration with SAP. • Led the module definition and development work with P2P, Sybase/SUP, ECC 6.0, BW, BOBJ, CRM

Managed complete program to include design, SOW creation, forecasting, budget definition, resource planning, and project deliverables definition.• Implemented Duet Enterprise mobile platform to include mobility (IOS, Blackberry, Android) and web application, custom development, integrated SAP GDS, and upgraded PI/XI from 7.11 to 7.3.• Integrated both stream deliverables within existing architecture and PMO organization• Led the testing and cutover of many legacy and standalone systems for their “To Be” integrated landscape and architecture. Plans included a integration test plan, detailed cutover/migration plan, roll back plan, communication plan, a disaster recovery plan.

• Supervised a team comprised of a 23-person basis team, 2 business analysts, 5 functional experts, and a third-party testing group providing test, integration services, and deliverables within SSC SAP PMO organization. Oversaw the planning, implementation, test and delivery of Solution Manager 7.0 ALM roadmap and upgrade to 7.1.• Spearheaded the shift to SharePoint and held responsibility for building business process repository using both SharePoint and Solution Manager 7.0.• Led the design and development effort for ECC 6.0, P2P, CLM, EAM, CRM, BW, BOBJ• Led BNSF Railway’s consolidation of the SAP Eco system from more than 300 physical servers to a scalable, integrated, and robust virtual architecture of 200 virtual servicers; lowered data refresh time from 96 to 24 hours.• Led the testing and cutover of many legacy and standalone systems for their “To Be” integrated landscape and architecture. Plans included a integration test plan, detailed cutover/migration plan, roll back plan, communication plan, a disaster recovery plan.• Developed and implemented a mobile platform and strategy to reduce hardware cost and provide efficiency to field personal

Led the development of the Business case for the Aerospace division’s business transformation and process improvement project. • Led the Aerospace divisions strategy, development and improvement of transforming from a production based environment to business process based environment while laying the ground work for a companywide transformation and implementation. • Managed $350M budget and directly supervised the performance of internal development teams, including costing, scheduling, quality assurance, and deliverables.• Forecasted and managed technical resource needs for EBS and guided completion of major programmatic functions while negotiating project priorities with business stakeholders.• Led the testing and cutover of many legacy and standalone systems for their “To Be” integrated landscape and architecture. Plans included a integration test plan, detailed cutover/migration plan, roll back plan, communication plan, a disaster recovery plan.• Integrated deliverables within the EIS SAP development organization by leveraging ASAP and Agile methodologies.• Ensured proper resource loading and on-time delivery by implementing a tracking system for modifications/defects.• Drove implementations of SAP modules, including ERP (FI & HR), EWM, EAM, MRO and production floor.• Led 13 direct reports and supervised a total team of 350 + Lockheed Martin staff consisting of a mix of Program Manager, Project Managers, and Architects responsible for implementing SAP modules.

• Managed financial aspects for project plans and implementation to include writing SOWs, establishing and monitoring adherence to plans and schedules, managing subcontractor contract requirements, and evaluating performance.• Transitioned City to IP transport network system, analyzed, designed, implemented network architecture for WAN, Wireless, LMR, CCTV, Civil Defense warning systems, PBX, etc.• Chaired city’s Technology Board as well as the Source Selection Board with responsibility for authoring and releasing RFIs, RFPs, and SOWs, negotiating contracts, and writing federal and state grant packages.• Served as Senior Program Manager for City of Garland’s telecom service, leading implementation of IP transport network system and network architecture for WAN, wireless, LMR, CCTV, PBX, and civil defense warning systems; chaired technology/source selection boards, leading contract negotiations and attainment of federal/state grants.• Led 30+ technicians, project managers, and shop managers as well as integrators/vendors for the City of Garland’s telecom service; managed relationships with three additional cities for a shared services model.• led the testing and cutover of many legacy and standalone systems for their “To Be” integrated landscape and architecture. Plans included a integration test plan, detailed cutover/migration plan, roll back plan, communication plan, a disaster recovery plan.

Directed staff in proposal development and scheduling, including compilation of technical and logistical elements; ensured on-time proposal delivery by leading staff meetings and training to review and expedite completion.• Designed and administered requirements matrix to capture and assess proposal responsiveness to customers.• Assisted clients in their transition to IP transport network system, providing guidance and support during migration.• Analyzed and developed network architecture for LANs/SANs/WANs and led integration of data into SAP. • Led development and review of proposal strategies and customer proposal management plans to identify competitor strengths and weaknesses.

• Wrote proposals totaling $1B+ in potential award with a win of $750M in contracts; provided technical analysis for subcontractor bids and negotiations and managed financials, resource allocation, and project planning/execution.• Led network architecture development for LANs/WANs and drove implementation of custom applications and COTS Enterprise software; developed remote base and corporate infrastructure and technology architecture with the ability to rapidly deploy and be operational within 72 hours.• Created cost reductions through onsite evaluations of upgrades to drive continuous improvement efforts.• Ensured project success by maintaining excellent relationships with corporate and field agencies.• Implemented People Soft HR to help reduce the manual over head of pay employees internationally reduced head count and provided a 15 million a year ROI.• Helped implement a new software solution for the world class MRO program• Developed and implemented a mobile platform and strategy to reduce hardware cost by 50 million using SAP Sybase and several hardware vendors

• Analyzed and delivered all data between government and contractors on V-22 program.• Help several team members achieve the their greenbelt certification

• Developed and oversaw implementation of new Order-to-Pay POS system, ensuring SOX compliance and completing within budget guidelines of $20 million.

• Led 50+ multimillion-dollar projects with 600+ contracts for IT, military construction, aerospace, and security.• Contributed to design and implementation of WANs stretching 80 miles of rural and rugged terrain and served as a liaison between engineering and senior military leadership.• Drove a $250K upgrade for active directory software and system management server software on classified and unclassified LANs; also, managed a $500K upgrade of the central information transfer node.• Increased user network throughput 45% by implementing a new technologically advanced modern bank.• Supervised 30 staff members in supporting 20 agencies on desktop and network equipment.• Managed USAF first implementation of SAP • Led the testing and cutover of many legacy and standalone systems for their “To Be” integrated landscape and architecture. Plans included a integration test plan, detailed cutover/migration plan, roll back plan, communication plan, a disaster recovery plan.